Swot Analysis In Terms Of Strength Marketing Essay

Swot Analysis In Terms Of Strength Marketing Essay PapaRich is a moderm kopitiam that serves quality coffee and asian delicacies at affordable Malaysian prices. PappaRich kopitiam has multiplied from one kopitiam to 41 shops around Malaysia, one in Hong Kong and one in Singapore. Thailand would be a good market for PappaRich to enter because Thailands GDP by sectors show as high as 45% for service industry. This clearly shows us that PappaRich can invest in Thailand to serve the community with Malaysian authentic, classic, and timeless kopitiam meals. Using the SWOT analysis, in terms of strength, the PappaRich serves the community with Malaysians kopitiam meals with affordable prices with a classic coffee shop ambience. In terms of opportunities, economically the GDP and inflation rate has been steadily increasing in recent years. Interest rate fell sharply due to the US financial crisis. The Thai Baht appreciated against MYR and a result of that, the revenue generated in Thailand comparatively to the Malaysian Ringgit would be higher. The weakness for PappaRich to go into Thailand which is the food that PappaRich is serving might not be accepted by the locals. Besides that, the threats to the company are the political instability due to street protests. PappaRichs success as of today is due to its successful differentiation business level strategy to set them apart from other companies from the same FB industry. PappaRich focuses on the quality of their product and keeping it consistent throughout all their outlets. Furthermore, the ambience is what captivated the consumers and made them regular customers in PappaRich. The best way for PappaRich to enter the Thailand market is the franchising market entry strategy. To become a successful FB franchisors that can go nation, PappaRich (the franchisee) can sell the franchisors trade mark, product or services, or trade name and benefits from the franchisors help and support in Thailand market. In return, the franchisee from Thailand need to pays an initial fee to PappaRich and then a percentage of the sales revenue. In cultural analysis, there are five areas to be concerned, the cultural analysis of Thailand and Malaysia is shown respectively; PDI 64;104, IDV 20;26. MAS 34;50, UAI 64;36, LTO 56. This is further elaborated in the pages to come. 2.0 Introduction Many years ago, to enjoy a classic kopitiam meal in Malaysia, such as half-boiled eggs, toasted bread with kaya and butter, and a cup of coffee, one will have to travel many miles back to their hometown. Kopitiam is a traditional breakfast and coffee shop found in South East Asia. Since the establishment of PappaRich in 2006, one need not go the distance. PappaRich is a modern kopitiam that serves quality coffee and asian delicacies at affordable Malaysian prices. In four years, the string of PappaRich kopitiams have multiplied from one kopitiam in Selayang Mall to 41 shops around Malaysia, one in Hong Kong and one in Singapore. It has emerged as a formidable player in the local and food beverage chain. PappaRichs philosophy is to serve authentic, classic and timeless kopitiam meals, the traditional Malaysian style where the locals can mix and mingle in the ambience of a relaxing atmosphere with a sense of belonging. In Thailand, PappaRich intends to serve the Thai community the same philosophy it currently serves the Malaysian community. As there are not many kopitiams in Thailand that serves authentic Malaysian coffeeshop-styled cuisine, PappaRich intends to venture into Thailand by becoming one of the pioneers in serving the authentic Malaysian coffeeshop-styled cuisine. As seen in the diagram on the left, the services industry holds a 45% stake of the total market share for GDP composition in Thailand. Examples of the services industry include the tourism sector and the FB sector. Due to the high stake of the services industry in Thailands GDP percentage, investing in PappaRich in Thailand may be a wise investment choice. Furthermore, potential customers from the tourism sector would be an added advantage to the company into raking in more potential revenue. 3.0 Situation Analysis 3.1 SWOT Analysis 3.2 Strengths As mentioned in the introduction, PappaRichs philosophy is to to serve authentic, classic and timeless kopitiam meals, the traditional Malaysian style where the locals can mix and mingle in the ambience of a relaxing atmosphere with a sense of belonging. This concept is a major strength in branding the kopitiam brand in Thailand as there arent many affordable restaurants in Thailand that serve traditional kopitiam meals. This places PappaRich as one of the pioneers into introducing the cuisine to the Thai locals. Furthermore, it will further strengthen its reputation as being one of the most original and authentic kopitiam in Thailand. Another major strength of the company is its emphasis on clientele service. In the FB industry, it is important to note that service is one of the main priorities in differentiating a good restaurant and a bad one. Thus, PappaRich places much emphasis on its clientele service to not only lure first-time or one-time customers but reoccurring customers, over and over again. 3.3 Weaknesses A major setback that hinders the kopitiam business into the Thai market is the different taste buds between the Thai and Malaysians. Only the adventurous ones may venture out of their comfort zone into eating Malaysian kopitiam cuisine. Furthermore, street food is popular and cheap in Thailand, thus the locals may not be very willing to pay extra for Malaysian food. Besides that, PappaRich and the kopitiam concept is a rather new brand in the region, and thus may acquire more time to be familiarised by the locals. Also, the management style used in Malaysia may not be applicable to the culture of the locals and thus, new management style may have to be devised to suit the employees in Thailand. 3.4 Opportunities and Threats In recent years, Thailand has been politically unstable due to street protests and riots. It is important to note that such political instability is a major disadvantage to the business. This is because, the employees of the company may engage themselves into the protests that halts production and services of the restaurant. Furthermore, a demonstration will hinder potential customers from leaving their homes to eat out as they may fear for their safety. An improvement of technology has both pros and cons to the setting up of the new company. It can improve the cooking standards of the restaurant as better kitchen equipments are purchased to monitor the quality of the food. Furthermore, improvement of the equipments may reduce cooking time that increases efficiency. In time, more customers can be served and profit can be increased. However so, an improvement in technology can bring about an increase in capital cost due to expensive kitchen equipments. As seen in the graph above, the GDP rate of Thailand has been steadily increasing in the last couple of years. However, during the US financial crisis in 2009, there has been a slight fall in GDP. It may be wise to hold back the venturing of the business into Thailand for a couple of months to ensure the stability of the market. During the 2009 US financial crisis, the inflation rate went negative, to as low as -4 showing a shrink of the economy. However so, in 2010, Thailand has begun to pick up the pace and shows that there has been a boost in the economy. As the consumers expectation and confidence is strengthened, Papparich can start investing into Thailand. Unemployment rate has been steadily decreasing over the years. As unemployment falls, more people in the community will have income to spend on goods. As such, it is a good idea to invest into Thailand. Hopefully, when the company decides to invest in the country, there will be people to be employed as staffs. A fall in interest rates in recent years is an advantage as we can apply for loans at low interest rates to set up restaurants in the country. This will encourage more franchising options. Comparitively, the Baht rose 0.115% against the MYR. There are both pros and cons to this situation. Pro, the revenue generated in Thailand comparitively to the MYR would be higher and the con, more money will have to be pumped into Thailand to set up the restaurant, comparitively to the MYR 4.0 Business Level Strategy In order to measure the feasibility of Thailand as a strategic location for expansion, we have to look into the business level strategy of PappaRich. Every organization has a competitive strategy to plan how it will compete in its business and this applies to PappaRich as well. PappaRich is a food beverages (FB) industry that focuses on serving quality authentic traditional Malaysian delicacies at affordable prices and that is their competitive advantage and what sets them apart other regular kopitiam. Aside from that, the ambience of PappaRich has also been one of their greatest assets as the decorated surroundings are chilling and hence many people would choose to go to PappaRich to enjoy one of their specialty; coffee made from locally roasted coffee bean while catching up with friends and family. Theyre also located everywhere as they have over 41 outlets in Malaysia as of today and this brings great convenience to their customers as the nearest outlet is just around the neighbourhood. This is PappaRichs aim in their investment into the Thai market as well that people would have a pleasant experience every time they set foot in PappaRich. With Michael Porters five forces model, managers can determine and control the rules of completion and create a sustainable competitive advantage. Firstly, PappaRich is an FB industry with barrier to entry; PappaRich must comply with the standard set by the Thai government in its policy, the high level of capital needed for investment may be hard to acquire as the result of the recent US financial crisis and also the brand identity may be unknown to most consumers as it is new in the market. Furthermore, economies of scale may also be another barrier to entry for PappaRich as existing companies in Thailand enjoys low cost of production due to this factor and there is no way PappaRich could compete with them in short term period. If PappaRich were to venture into the Thai market, it might face substitute companies such Hailam Kopitiam, Station 1 caf and Old Town Kopitiam and Madam Kwan which are also strong growing FB companies with similar business concept that may also be trying to expand internationally to Thailand as well. Not to mention, the substitute companies that are already in Thailand such as Coffee Bean and Starbucks. However, in terms of bargaining power, many consumers would choose PappaRich over Starbucks for coffee as the price is more affordable in PappaRich. The supplier also plays an important role in determining the feasibility of PappaRich as a good investment opportunity in Thailand as supplier determines the cost of operating and this will affect the total profit of the business. PappaRich can get their supply of raw material from suppliers such as President Rice Products Public Co. Ltd, Siam Future Farm and Exotic Food Co. Ltd. Lastly, the current rivalries that are already in Thailand would also affect the profitability of PappaRich if it were to venture into Thailand as it is a very competitive industry and the competitions are intense. In terms of the target market of PappaRich, it would target the middle income group of consumers as the prices are moderate. It would not fully use the cost leadership strategy which refers to the basis of having the lowest cost in the industry as there are many other companies that have comparable price ranges with PappaRich. Also, PappaRich is a contemporary classy type of coffee shop with required standard of decoration which further increase their cost and this doesnt comply with the low cost leader strategy. In fact, PappaRichs success as of today is due of its successful differentiation strategy to set them apart from other companies from the same FB industry. PappaRich focus on the quality of their product and keeping it consistent throughout all their outlets. Furthermore, the ambience is what captivated the consumers and made them regular customers in PappaRich. 5.0 Market Entry Strategy Expanding a company to new market can increase the sale, brand awareness and achieve business stability. To entering new market, we need to study the size of the country, number of opportunities and sheer geographical size. Besides that a proper market entry strategy requires market research so to give us a vision about the existence opportunity, understand the competitive landscape and see who are our potential customers. Foreign market entry can be done via four mechanisms which are exporting, licensing, joint venture, and franchising. Exporting is the most traditional way to go into foreign market by direct sale of the domestic-products to the country. This can be done through an export intermediary such as commissioned agents and trading companies. Exporting do not require the goods or product must be produce in the target country therefore there is no necessary to invest in foreign facilities. PappaRich is a FB business through serving Malaysian Traditional Delight at their outlets cafe. This mechanism is not suitable for PappaRich extend to Thailand because they are providing service but not produce goods. Licensing is an essential permit to enter a new market. A license is a legal contract to run a business. The licensee is about to pay a fee of exchange for the right to use the property of licensor such as trademarks , patents , and production techniques . For PappaRich, the licensing support comes in the form of outlet setup, outlets designs, menu and recipe of PappaRich, chef and waiters training by experienced Pappa licensing trainers. Joint venture is a legal entity formed when two parties equally invest in terms of money,time and effort on the same project. Basically joint venture happen when one individual want to extend his business to nation while he has no enough of capital to do so and need to find a partner from the target country to run the project together. The joint venture may be an easier first-step for PappaRich to extend to Thailand before go to franchising. PappaRich can reduce the entry risk by using Thailand partners assets through joint venture. Besides, the inadequate knowledge of legal environment can be solve. Through joint venture, PappaRich can start the business at little or no costs. Franchising is another form of licensing. Franchise occurs when the franchisor grants a licence to the franchisee to use their business idea. To become a successful FB franchisors that can go nation, Papparich (the franchisee) can sell the franchisors trade mark, product or services, or trade name and benefits from the franchisors help and support in Thailand market. In return, the franchisee from Thailand need to pays an initial fee to PappaRich and then a percentage of the sales revenue. In a conclusion, we found that franchising is the best way for PappaRich to go into Thailand market as Papparich is FB industry which gives servicing to community. 6.0 Cultural analysis Diagram 1 Country PDI IDV MAS UAI LTO Malaysia 104 26 50 36 Thailand 64 20 34 64 56 Table 1 6.1 Power Distance Index (PDI) Hofstedes PDI measures the extent to which the less powerful members of organizations accept and expect that power is distributed unequally (Geert HofstedeCultural dimensions). On the scale, Malaysia has a score of 104 and Thailand 64. Thailand does not have a large gap between the wealthy and the poor, but have a strong belief in equality for each citizen. Thailand has the opportunity to rise in society compared to Malaysia. Malaysian employees see their managers as being far more superior to them and perceive them as unapproachable. This attitude gives the managers a sense of superiority and empowerment. In Thailand however, people view themselves more as equals hence there is a lot more communication between the employees and managers. 6.2 Individualism Individualism is the one side versus its opposite, collectivism, that is the degree to which individuals are integrated into groups (Geert HofstedeCultural dimensions). Thailands and Malaysias IDV is at 20 and 26 respectively. A low score, as Thailand and Malaysia has, indicates the society is more of a collectivist than an individualist. This manifest in a close long-term commitment to the member group, is that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount, and over-rides most other societal rules and regulations. The society fosters strong relationships where everyone takes responsibility for fellow members of their group. Therefore in Individualism, it can be said that Thailand and Malaysia stands almost the same. Employees in both countries are very team orientated; therefore the managers do not need to make any changes. 6.3 Masculinity Masculinity versus its opposite, femininity refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. Thailand has the lowest masculinity ranking among the Asian countries listed at 34, while Malaysia is listed at 50, compared to the Asian average of 53 and the World average of 50. This lower level is indicative of a society with less assertiveness and competitiveness, as compared to one where these values are considered more important and significant. This situation also reinforces more traditional male and female roles within the population. Therefore it can be said that Malaysia is doing better than Thailand in terms of assertiveness and competitiveness. Thailand should improve in this area in order to continue to compete. Malaysians tend to be a bit more to being assertive and aggressive while Thai employees are more laid back and more accepting of feminine traits. Therefore managers from Thailand have to be stricter in order for their employees to be more efficient. 6.4 Uncertainty avoidance index UAI deals with a societys tolerance for uncertainty and ambiguity; it ultimately refers to mans search for truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations (Peruvian Attitude On UAI) The UAI indicates the societys low level of tolerance for uncertainty. In an effort to minimize or reduce this level of uncertainty, regulations are adopted and implemented. The ultimate goal of this population is to control everything in order to eliminate or avoid the unexpected. As a result of this high UAI characteristic, the society does not readily accept change and is very risk adverse. The Thailand rank of 64 is slightly higher than the Asian average of 58 while Malaysia is slightly below average of 36. It can be said that Malaysia is doing quite well while Thailand should start to accept change and implement policies to control everything. The Malaysian managers in Thailand will have to change the way they manage their employees and actually put into place more guidelines and rules to get the best out of their Thai employees. 6.5 Long-Term Orientation Long-Term Orientation is the fifth dimension of Hofstede which was added after the original four to try to distinguish the difference in thinking between the East and West, defined as the degree to which one plans for and considers the future, as well as values traditions of the past.( Making Sense of Cross Cultural Communication) Below are some characteristics of the two opposing sides of this dimension: Long term orientation: -persistence -ordering relationships by status and observing this order -thrift -having a sense of shame Short term orientation: -personal steadiness and stability -protecting your face -respect or tradition -reciprocation of greetings, favors, and gifts Thailand measure a middle ranking being listed at 56 while Malaysia has no measures of LTO therefore no comparison can be made between both countries. 7.0 Recommendation Based on both SWOT analysis and Porters competitive force framework, it is the right decision to further the investment of PappaRich Group Sdn. Bhd to Thailand as it has the qualities and potential to penetrate into Thailands market. PappaRich is a modern kopitiam that serves quality coffee and asian delicacies that is currently doing very well in Malaysia. However in Thailand, PappaRich intends to serve the Thai community the same philosophy it currently serves the Malaysian community. As there are not many kopitiams in Thailand that serves authentic Malaysian coffeeshop-styled cuisine, PappaRich intends to venture into Thailand by becoming one of the pioneers in serving the authentic Malaysian coffeeshop-styled cuisine as well as Thailands own authentic delicacies. Setting up a food industry in Thailand is certainly a wise investment as services industry holds a 45% stake of the total market share for GDP composition in Thailand. Besides that Thailand has a lot advance in the improvement of technology, this can improve the cooking standards of the restaurant, and better equipment in the kitchen which will enhance efficiency and improve in the quality of the food and drinks. In addition, after the 2009 US financial crisis, Thailand has begun to pick up the pace and shows that there has been a boost in the economy. As the consumers expectation and confidence is strengthened, Papparich can start investing into Thailand. Based on the cultural analysis by Hofstedes framework, by comparing PDI, IDV, MAS, UAI, and LTO, the employees and managers in Thailand are more team orientated, more laid back and more accepting of feminine traits, and dominant. The type of managers in Thailand will be suitable to handle PappaRich, although they are not perfect, they are trainings available to improve their standards to achieve better efficiency and to increase productivity. PappaRich is slowly being recognised globally as it has build up a good reputation internationally in countries like Singapore and Hong Kong. Referring to the market entry strategy, requires market research so to give us a vision about the existence opportunity, understand the competitive landscape and see who our potential customers are. Foreign market entry can be done via four mechanisms which are exporting, licensing, joint venture, and franchising. The strategies of exporting, licensing, joint venture, and franchising have to be done efficiently in order to enter a new market. Lastly, based on Michael Porters five forces model in the business level strategy, managers can determine and control the rules of completion and create a sustainable competitive advantage. PappaRich is an FB industry with barrier to entry and it requires high level of capital to start up the business. Besides that the brand identity of PappaRich might not be well known in Thailand, it faces substitute companies that are already in Thailand such as Coffee Bean and Starbucks. However, in terms of bargaining power, many consumers would choose PappaRich over Starbucks for coffee as the price is more affordable in PappaRich. The supplier also plays an important role in determining the feasibility of PappaRich as a good investment opportunity in Thailand as supplier determines the cost of operating and this will affect the total profit of the business so maintaining a good relationship with the supplier will definitely give and advantage to the company. The investment to Thailand is a goo d choice as PappaRich focus on the quality of their product and keeping it consistent throughout all their outlets. Furthermore, the ambience has also captivated the consumers and made them regular customers in PappaRich. 8.0 Conclusion After much evaluation from the swot analysis, business level, market entry strategy and the cultural analysis, it is concluded that Thailand is a good choice of investment location for PappaRich to venture into internationally. It can also be one of the pioneers of Malaysian food cuisine in Thailand as there are very few coffee shops that serve authentic Malaysian delights in Thailand as of today. Thailands increasing GDP is also another attraction to investment in Thailand as it shows the stability of the economy and the higher expected return on profit because of the appreciation in Thai Baht against Malaysian Ringgit if PappaRich were to venture into Thailand. Other advantages in investing into Thailand include attracting the locals in Thailand to experience new and different culture and delicacies. Furthermore, this provides Malaysian in Thailand a taste of their hometown within reach. Although there are many advantages in investing in Thailand, there ought to be some setback on the investment too and they are such as the political instability of the country which may hinder the operation of the business if the employees were to go on riot. Moreover, the political situation in Thailand may also cause the consumers to be fearful of leaving the house to dine out as it is unsafe. Lastly, from the uncertainty avoidance index, it has shown that Thailand is rank 64 while average in all other countries are at 58, this means that Thailand is very risk adverse and do not like any changes in their countries so they would have very strict policies and laws regarding foreign investment being parked in their country.

Airfield lighting

Decennial sensors detect movements of aircraft and there vehicles on the ground. The signals from individual lights and sensors are communicated via FALL and are comprehensively visualized for the operators in the tower through an ALAS. FALL enables the controllers to optimize the use of the entire airfield lighting system: through flexible control of each segment of the runway, taxiway and apron circuits, every component and individual lamp is exactly controllable.As such, FALL provides excellent tools to perform control of aircraft ground movements: taxiway routing, Stoppard control, runway incursion detection are now available for the operators in the tower. Safety of air traffic movements and number of slots per day are significantly increased with this modern and reliable control system. Using the power supply series circuit for reliable and high-speed communication between substation and individual lamps, FALL detects and supervises the actual status of each lamp and provides c omplete detailed information to the operational control station.FALL continuously monitors all lamps controlled via the system and identifies a lamp failure immediately, indicating the exact position of the failed lamp. As a result, the need for regular visual inspections is reduced and overall maintenance performance can be improved. In order to prevent collisions on the reside movement area, CIAO prescribes the implementation of an (Advanced) Surface Movement Guidance and Control System) – (A)SMOCKS is a modern control and monitoring system for the guidance of aircraft on the ground.The solutions offered by Siemens Intelligent Traffic Systems Airfield meet all legal and operational requirements in this field of application. Thanks to sophisticated navigational aids for air traffic control, aircraft can take off and land under almost all weather conditions. However, when traffic on the ground is lowed down, high-volume airborne operations are put in Jeopardy: Visibility cond itions of less than mm generally delay aircraft ground movements and reduce the total capacity of the airport.SUMS identifies each aircraft, provides continuous surveillance and monitoring of taxiing traffic; determines conflict-free taxiway routes automatically and uses visual signals to guide aircraft and vehicles reliably. And in case of route deviations, it warns pilots or drivers immediately. The comprehensive SMOCKS control and monitoring functionality provides controllers with tools to enhance airport safety, efficiency and availability – under all visibility conditions.Tower ALAS Airfield Lighting Control and Monitoring Systems Airfield Lighting Control Systems (ALAS) allow air traffic controllers (TACT) to monitor and operate a range of lighting functions from the control tower, at the same time providing them with valuable feedback on the performance status of system lighting equipment. Surface Movement Guidance and Control System CIAO has specified the provision of (advanced) surface movement guidance and control systems (A-)SMOCKS to avoid collisions on the ground. Siemens/DAB is doing its part to help airports to fulfill these requirements.In the late asses the problems of transition from the new precision radio instrument approach aids to the final, visual approach at night or in reduced visibility much exercised civil aviation. Various high-intensity approach lighting systems were developed to ease the transition from instrument to visual flight. In 1949 three competing systems – a British one (the Calvert system), a French one (a form of displaced Calvert system) and an American one (the Slope Line system) were presented to CIAO. Because each system had its supporters among the CIAO members, CIAO ended up recommending that any of the three systems could be adopted.Independently, and before the CIAO decision, DACCA engineers had also been studying the problem of approach lighting and had concluded that the British ‘Calvert' s ystem was superior. A trial installation was installed on Session's Runway 08 toward the end of 1951. This trial proved successful and the system was commissioned for operational use in 1953. The following information about the Calvert cross bar lighting system is based on an article High Intensity Approach Lighting by S W Hart (DACCA Sectional Airways Engineer) which appeared in the Civil Aviation Joanna, the Dacca house publication, Volvo 1, No 3, March 1951.In 1946 Mr. E S Calvert of the Royal Aircraft Establishment, Breakthrough, was requested by a UK Ministry of Civil Aviation Airfield Lighting Committee to investigate the problem of approach lighting and establish the general principles involved. Calvert tackled the problem by attempting to ascertain the visual and mental processes by which a pilot lands an aircraft. He then developed a theoretical model by which different lighting systems could be compared, and tested his theoretical results using simulation.Culvert's line of reasoning led him to the conclusion that to provide smooth transition room instrument to visual flying without optical illusions, and to provide sensitive and natural indications which could easily be interpreted by the average pilot, the approach lighting pattern should consist of a centre line of light with horizontal bars basic elements – a line of lights leading to the runway threshold, and horizontal lights to define the attitude of the aircraft. Calvert placed much stress on roll guidance compared with the Americans who, up to that time, had completely neglected it.He was the first to realism that it was easy to confuse lateral displacement with angle of ann.. The Calvert system does not indicate a defined glide path, but the widths of the horizon bars are such that, if a pilot maintains a glide that will take him to the correct touch down point, each bar will appear to be the same width as the previous one as it disappears under the nose of the aircraft. Distance is i ndicated by using single lights in the centre line to indicate 1000 Ft or less from the threshold, double lights for 1000-2000 Ft and triple lights for 2000-3000 Ft.It is interesting to note that the basic form of the Calvert cross bar lighting system still forms the basis for high- intensity approach lighting systems today. Diagrams above: With horizon bars the pilot can see if he is on an even keel (left) or banked right wing down to turn on to the centre line (right). Below: A modified form of the basic High Intensity Approach Lighting system is used on some capital city precision approach (ILLS) runways, in this case on Melbourne/Utilitarian's Runway 27.The main difference is the larger array of lights Just prior to the threshold. Runway Edge Lights are used to outline the edges of runways during periods of darkness or restricted visibility conditions. These light systems are classified according to the intensity they are capable of producing: High Intensity Runway Lights (HIRE) Medium Intensity Runway Lights (MARL) Low Intensity Runway Lights (LIRA) The HIRE and MARL systems have variable intensity controls, whereas the Liars normally have one intensity setting.Runway Edge Lights are white, except on instrument runways where yellow replaces white on the last 2,000 feet or half the runway length, whichever is less, to form a caution zone for landings. The lights marking the ends of the runway emit red light toward the runway to indicate the end of runway to a departing aircraft and emit green outward from the runway end to indicate the threshold to landing aircraft. Lighting (ARC) or Pilot Activated Lighting (PAL), is a technical system by which aircraft pilots can control the lighting of an airport or airfield's, approach lights, runway edge lights, and taxiways via radio.PC systems are most common at non- towered or little-used airfields where it is not economical to light the runways all night every night nor to maintain staff to turn the runway lightin g on and off as needed. PC enables pilots to control the lighting only when they require it, thereby saving electricity and reducing light pollution. If the airfield supports PC, the pilot test the radio to the ARC frequency for the airport, which is often, but not always, the same as the UNISOM/ACTA frequency (e. . Smiths Falls-Montague Airport hosts separate Unisom and ARC frequencies). The systems are then typically operated by performing a series of clicks with the radio microphone talk button. PC systems most often have three settings: Low intensity: Three clicks within seven seconds Medium intensity: Five clicks within seven seconds High intensity: Seven clicks within seven seconds When the lighting system is activated, a 15-minute countdown starts, after which the sights turn off.While the lights are still active, whenever a lighting command is issued, whether it changes the lighting intensity or not, the 15-minute countdown is reset. At some airfields, special lights may bli nk for ten seconds to warn pilots before the lights shut off. When using PC, it is very highly recommended that aircraft on final approach to the airfield issue a fresh lighting command even if the lights are already on (especially if the lights were activated by another aircraft). This is so that the lighting does not go off by surprise at a critical moment (such as when crossing he runway threshold).The Visual Approach Slope Indicator (VASS) is a system of lights on the side of an airport runway that provides visual descent guidance information during the approach to a runway. These lights may be visible from up to eight kilometers (five miles) during the day and up to 32 kilometers (20 miles) or more at night. Contents [hide] 1 Types 1. 1 Standard VASS 1. 2 API (Precision Approach Path Indicator) 1. 3 PASS' (Pulsating Visual Approach Slope Indicator) 1. 4 Trio-colored VASS 2 Mnemonics 3 Reference 4 See also 5 External links [edit] Types Standard Visual Approach Slope IndicatorBas ic visual approach slope indicators consist of two sets of lights. One set marks the start of the runway, while the other is set up some seven meters (twenty feet) along the runway. Each set of lights is designed so that the lights appear as either white or red, depending on the angle at which the lights are viewed. When the pilot is approaching the lights at the proper angle, meaning he is on the glide slope, the first set of lights appears white and the second set appears red.When both sets appear white, he is flying too high, and when both appear red he is flying too low. This is the cost common type of visual approach slope indicator system. [edit] API (Precision Approach Path Indicator) Main article: Precision Approach Path Indicator Precision Approach Path Indicator consist of four sets of lights in a line perpendicular to the runway, usually mounted to the left side of the runway. These have a similar purpose to basic visual approach slope indicators, but the additional light s serve to show the pilot how far off the glide slope the aircraft is.When the lights show White- White-Red-Red the aircraft is on the correct glide slope for landing, usually 3. 00. Three red lights (White-Red-Red-Red) indicate that the aircraft is slightly below glide slope (2. 80), while four red lights (Red-Red-Red-Red) indicate that the aircraft is significantly below glide slope (3. 50). Most large airports utilize this system. Although most airports use a API based on a 3. 00 glide slope, some airports may use a glide slope as great as 4. 50 in order to have proper obstruction clearance. Edit] PASS' (Pulsating Visual Approach Slope Indicator) This is a single light next to the runway. The signal format is solid white when established on the proper descent profile, and solid red when below the proper scent profile. An actively pulsing red or white light when well above or well below allows the pilot to determine his position in the signal format and what corrective action is n eeded to return to the proper descent profile. [edit] Trio-colored VASS This is a single light that appears amber above the glide slope, green on the glide slope and red below it.It is rarely used, partly because pilots who are unfamiliar with them have been known to misinterpret the lights, causing them to ‘correct' in the wrong direction. [edit] Mnemonics Older Visual Approach Slope Indicator Pilots often use mnemonics to help them remember basic information. In English, the following are common: Red over white, you're all right. White over white, you're out of sight. Alternative: White over white, you'll fly all night. Alternative: White over white, you're high as a kite. Alternative: White over white, you remain in flight. Red over red, you're dead.Alternative: Red over red, watch your head. Also Red red you're dead Red and white you're alright White and white you're as high as a kite Runway End Identifier Lights (REEL) are installed at many airports to provide rapid and p ositive identification of the approach end of a particular runway. The system consists of a pair of synchronized flashing lights located laterally on each side of the runway threshold. Reels may be either unidirectional or unidirectional facing the approach area. They are effective for: Identification of a runway surrounded by a preponderance of other lighting.Identification of a runway which lacks contrast with surrounding terrain. Identification of a runway during reduced visibility. An approach lighting system, or ALLS, is a lighting system installed on the approach end of an airport runway and consists of a series of lighters, strobe lights, or a ambition of the two that extends outward from the runway end. ALLS usually serves a runway that has an instrument approach procedure (PAP) associated with it and allows the pilot to visually identify the runway environment once he or she has arrived at a prescribed point on an approach.The runway lighting is controlled by the air traffi c control tower. At uncontrolled airports, Pilot Controlled Lighting may be installed which can be switched on by the pilot via radio. In both cases, the brightness of the lights can be adjusted for day and night operations. A key ingredient of all Approach Lighting Systems in the US is the Decision Bar. The Decision Bar is always located 1000†² from the threshold, and it serves as a visible horizon to ease the transition from instrument flight to visual flight.It also is situated such that at Decision Altitude, the Decision Bar is Just appearing to pass under the cowling of the plane. Approach Light Systems are designed such that they allow the pilot to quickly and positively identify visibility distances in Instrument meteorological conditions. For example, if the aircraft is at the Middle Marker, and the Middle Marker is located 3600†² from the threshold, the Decision Bar is 2600†² ahead. If the reoccurred calls for at least 1/2 statute mile flight visibility (roug hly 2600†²), spotting the Decision Bar at the marker would indicate enough flight visibility to continue the procedure.In addition, the shorter bars before and after the Decision Bar are spaced either 100†² or 200†² apart depending on the ALLS type. The number of short bars the pilot can see can be used to determine flight visibility. Approaches with lower minimums use the more precision 100†² spacing systems for more accurate identification of visibility. Several ALLS configurations are recognized by the International Civil Aviation Organization (CIAO); however, non-standard ALLS

The Environmental Issues Of South Africa - 1726 Words

For many years, Africa as a continent has struggled to gain the momentum required to keep up and compete with its neighboring continents. However, things have changed in the last few decades for many African countries in terms of positively making great strides towards achieving better standards of living. Unfortunately, these improvements require incredible amounts of input in order to yield higher output and evidently, much of the input required can be extracted from forests. However, the environmental issues lie in the fact that much of the forests are being cleared for commercial and industrial purposes to accommodate the desired improvements. Consequently, along with the attempt to improve standards of living, various environmental†¦show more content†¦What is deforestation and why is it such a problem in the Southern African region? In the simplest words, deforestation is the permanent destruction of forests in order to make the land available for other uses. Given thi s definition, it can be understandable that deforestation causes harm to the environment by the defining detail that it is not a small scale temporary action but rather, the permanent destruction of forests. Nevertheless, it is fair to inquire on why the South African region continues to indulge in such high levels of deforestation even after taking the severe calamities into account. Therefore, what causes the worrying levels of deforestation in the Southern African region? The common reasons include: making more land available for housing and urbanization to accommodate for the high fertility rates, to harvest timber for the creation of commercial products (paper, furniture and homes), to create ingredients that are highly prized consumer items (oil from palm trees) and to create room for cattle ranching. With the primary methods of deforestation being the burning and cutting of trees specific to the region, the land is too often left completely barren and in worrying conditions d espite the nourishment available to the land provided by the ash of the trees. In addition, the result of burning the trees/shrubs